The STP approach Sus ustaina inabil ility a and t nd - - PowerPoint PPT Presentation

▶
the stp approach
SMART_READER_LITE
LIVE PREVIEW

The STP approach Sus ustaina inabil ility a and t nd - - PowerPoint PPT Presentation

Oct 31, 2022 324 likes •480 views

The STP approach Sus ustaina inabil ility a and t nd transformatio ion n partner erships a are e a a new w coll llaborative a appr pproach to pl planni nning he health h and c nd care servic ices across Eng ngland nd o over

slide-1
SLIDE 1
slide-2
SLIDE 2

The STP approach

Sus ustaina inabil ility a and t nd transformatio ion n partner erships a are e a a new w coll llaborative a appr pproach to pl planni nning he health h and c nd care servic ices across Eng ngland nd o

  • ver t

the he ne next 3-5 5 years. Th They y are a local r res esponse to the e NH NHS Five y e yea ear f forward vi view. Local o

  • rganis

nisatio ions ns wil ill w work together t to de develo lop a sha hared unde d understand nding ng o

  • f the

he cha halleng nges a and nd agree joint pl plans ns f for a add ddressing ng the hem. Principal aims

  • Improve the health and wellbeing of local people
  • Improve the quality of local health and care services
  • Deliver financial stability in order to be able to

continue to meet local health needs

slide-3
SLIDE 3

What’s the STP for?

_________________________________________________________

  • ‘P’ is now for partnership
  • To Support the health & care system to work more effectively together
  • Support the system in identifying and pursuing a common purpose (FYFV triple

aims)

  • To support the system to develop a clear evidenced-based strategic framework

capable of setting out how clinical and financial sustainability could be achieved into the future, against which system change plans can be tested. This ambition transcends the concept of STP as a plan – but it becomes part of the overarching goal for the system as a whole in meeting the needs of the people we serve.

  • STP beyond the strategic framework itself, becomes an articulation of the key

prioritised system-wide change plans and their enabling strategies that BNSSG partners will support and pursue together specifically to progress towards the system goals.

  • STP as a vehicle for creating a single strategic narrative and process which will

strengthen involvement and engagement of our stakeholders, especially service users, staff and public so that change is properly informed and responsive.

  • STP IS NOT a replacement or catch all for all the normal planning functions and

processes that exist within the BNSSG health & care system and are rightly the responsibility of specific statutory organisations.

3

slide-4
SLIDE 4

BNSSG Footprint and STP membership

4 Organisations within the BNSSG footprint The table below outlines the organisations currently represented at Systems Leaders Group and who form the BNSSG planning

  • footprint. Further stakeholder analysis is currently underway, with a particular objective of ensuring inclusion of patient and public

representation, voluntary and independent sector organisations.

Organisation Function Organisation Function South Gloucestershire CCG NHS Commissioner North Bristol NHS Trust Acute Provider Bristol CCG NHS Commissioner Weston Area Health Trust Acute Provider North Somerset CCG NHS Commissioner University Hospitals Bristol NHS Foundation Trust Acute Provider Bristol City Council Local Authority (social care and public health) Bristol Community Health Community Care Provider North Somerset Council Local Authority (social care and public health) North Somerset Community Partnership Community Care Provider South Gloucestershire Council Local Authority (social care and public health) Sirona Care and Health Community and social Care Provider Avon and Wiltshire Mental Health Partnership NHS Trust Mental health & LD provider NHS England NHS Commissioner (Primary Care and Specialised)

slide-5
SLIDE 5

The case for change

  • Growing and aging population
  • Avoidable illness
  • Organisation of services
  • Pressure on services
  • Financial balance
slide-6
SLIDE 6

WHAT PEOPLE TELL US MATTERS TO THEM

  • Understandable information and help navigating the ‘system’
  • Having needs assessed multiple times can be frustrating and distressing
  • Care plans arranged around the needs of the individual
  • Families and carers also central to successful care
  • People value locally accessible services and improved access to primary care
  • Transport issues, especially for those living in rural areas and people with

disabilities

  • People’s experience of discharge from hospital is not consistently good
slide-7
SLIDE 7

OUR VISION

A health and care system for Bristol, North Somerset and South Gloucestershire in which:

  • Services are responsive to individual needs and

relevant to local communities

  • Appropriate care and support is available in the right

place at the right time

  • People are partners in their care
  • Mental health is given equal priority to physical

health in the way local services are planned and delivered

  • There is consistency in the way both hospital and

community services work so patients and staff know what to expect and how to use services

slide-8
SLIDE 8

OUR VISION

Ou Our a areas o

  • f f

f focus

  • Acute care collaboration
  • Integrated primary and community

care

  • Prevention, self-care and early

intervention

slide-9
SLIDE 9

ACUTE CARE COLLABORATION

Current Programmes

  • North Somerset Sustainability
  • Pathology
  • Medicines Optimisation
  • Urgent Care
  • Pathways
  • Cancer
  • Stroke
  • MSK
slide-10
SLIDE 10

INTEGRATED PRIMARY AND COMMUNITY CARE

Current Programmes

  • Single Point of Access
  • Multi-disciplinary Cluster

Based working

  • Community Services at Scale
  • Pathways
  • Diabetes
  • Respiratory
slide-11
SLIDE 11

PREVENTION, EARLY INTERVENTION AND SELF CARE

Current Programmes

  • Antimicrobial stewardship
  • Alcohol harm reduction
  • Making Every Contact Count
  • Health & Wellbeing Programme
  • Voluntary and Community

Sector

  • Inequalities
  • Population communication
  • Falls/frailty
  • Self-care / social prescribing
slide-12
SLIDE 12

Why does the STP need a refresh?

  • Whilst some system transformational design work was started

in June 2016 this was not completed – the strategic context for

  • ur work programmes is not yet fully developed.
  • There are some really excellent leading edge pieces of work

under way, but these are not necessarily positioned to be prioritised and scaled up to really deliver their potential for us

  • New leadership (Sir Ron Kerr, Julia Ross and Laura Nicholas)
  • Work streams need some further prioritisation to ensure they

are properly supported and can deliver real change rapidly

  • Need to align the 2017/18 financial challenge and STP to ensure

delivery of both short-term and medium priorities

slide-13
SLIDE 13

STP Refresh – next steps

  • 1. Continuing to develop and deliver in-year financial recovery

plans, as a system

  • 2. Ensuring we have a clear agreed plan for service sustainability

in North Somerset (including short term operational changes at Weston Hospital).

  • 3. Agree some specific service transformation programmes we

can focus on to deliver in 18/19

  • 4. Re-start work to complete system-wide strategic

transformation plan

slide-14
SLIDE 14

Our ambition for 2017/18: we want to achieve the following: ____________________________________________

  • Delivered an ambitious programme of financial recovery plans
  • Maintained or improved performance against key system indicators
  • Mitigated immediate clinical risks in Weston Hospital and started to

implement the long term solution for North Somerset service sustainability

  • Progressed prioritised work streams so that they are capable of delivering

material benefit early in 2018/19

  • Finalised a clear STP strategic and financial framework and used this to

develop a clear public facing narrative and to drive agreement of the next phase of key transformation plans towards system sustainability

  • Transformation plans are supported by aligned and prioritised enabling

strategies for workforce, estates and IM&T

  • Developed with our stakeholders a clear, compelling public-facing narrative

that describes the challenges of the BNSSG system and the positive improvements we intend to make in the next 3 -5 years.

  • There will have been a step change in the effectiveness of system wide

working and we will be ready to work on the basis of a shared system financial plan.

Carnall Farrar | 14

slide-15
SLIDE 15

STP & Bristol Health Partners joint working

  • 1. Build a close working relationship
  • 2. Ensure your expertise is built into our systematic way of

working

  • 3. Ensuring evidence, evaluation and your expertise is fully

utilised in designing our local health and social care system

  • 4. Adopt and scale up some of the great work you are already

doing

Opportunities?

  • Patient & Public involvement
  • Support for strengthening our BI infrastructure
  • Health needs improvement assessment
  • Prevention development linked to PPI